All of this is based on enactment theory, which demonstrates how words lead to coordinated efforts rooted in a shared view of reality. Having a shared perspective means that employees have to determine what they mean to one another, what are expectations of one another, and what are the relationships' rewards and sanctions. In other words, establish boundaries. These boundaries not the org chart should be mapped.
Narrators: Who tells the story? In what context? For what reason(s)? What personae are presented in the story?
Auditors: To whom is the story told? In what context? For what reasons? How do the auditors interpret the story in light of the company's narrative?
Plot: What plot and theme are central to the story? How do they fit the plot and theme of the company's/industry's narrative? Do different narrators tell the same story, but with different plots or themes? Do the actors enact the same story in the same way? Does the enactment achieve consummation?
Moral: What is the moral of the story? Do people use the same story to make different points? Are the morals compatible or in compatible? Does the point to be made drive the progression of the story of consummation?
Characters: Who are the characters of the story? How are they featured? Do some narrators tell the same story. but feature the characters in a different ways? What archetypal characters emerge? Who enacts the story?
Location: Is the story related to persons at work...? How does the scene of the story define the enactment it presents?
Relationship: What relationship is enacted by the actors? What metaphor describes this relationship? How does it contribute to and reflect the climate of the company?
Scripts: Trained to enact narratives by how we talk? What we say?
* Based on readings from -
Heath, R. L. (1994). Management of Corporate Communication: from Interpersonal Contacts to External Affairs. Hillsdale, NJ: Lawrence Erlbaum.
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